Tailoring a lean product development framework for the South African automotive industry
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8792 , http://hdl.handle.net/10948/d1015737
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61percent of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
- Authors: Mund, Klaudia
- Date: 2011
- Subjects: Lean manufacturing , Automobile industry and trade -- South Africa , Production management -- South Africa , Globalization
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:8792 , http://hdl.handle.net/10948/d1015737
- Description: Globalization in the automotive industry exerts enormous pressure on automotive manufacturers and forces many global companies to expand into emerging markets, which results in adopting new ways to manage product design and development. Excellence in product design and development offers an opportunity to gain competitive advantage and can be achieved by implementing Toyota´s Lean Product Development System (LPDS). Although in the last three years Toyota has been severely challenged by the global economic crisis, by a series of recalls resulting in reputation damage and also by natural disasters such as the recent tsunamis - the world can still learn from Toyota´s successes embodied in the lean concept and practices, which are integral to Toyota´s ‘way of life’. The LPDS model (Morgan & Liker 2006) has captured the attention of academics worldwide (including this researcher) thanks to the following key characteristics: shorter development times, less engineering hours involved in development, lower manufacturing costs, higher customer satisfaction and fewer defects reported. In the academic world, lean product development (LPD) is a new field of exploration and thus relevant literature and numbers of studies available are limited. However, scientists are asking questions about successful adaptation and adoption of this model to other environments beyond Toyota. Similarly, the researcher aimed in this thesis to find answers to its main research question, namely: ‘What would be a suitable LPD model for the South African automotive industry?’ South Africa (SA) is a country with a strong manufacturing tradition and although the automotive sector is the third-largest segment in the South African economy and its vehicle market is the largest on the African continent in a global perspective SA´s contribution is relatively small as it produces only 0.61percent of the global motor vehicle volume (OICA 2011). While the country strives to secure sustainable development for the automotive industry and seeks to improve its global competitiveness, companies operating in SA are currently faced with several unique challenges and problems. Lean has been expanding slowly in SA and some companies in the local automotive industry have implemented the lean concept into production areas to improve their operational excellence and performance. However, it is a search for excellence in product development (PD) that could best contribute to improved sustainability for the automotive industry and also provide an important strategic spur towards global competitiveness. The primary intention of this research was to develop an integrated LPD framework tailored for SA´s automotive industry. Considering this, it was necessary to determine current PD capabilities at domestic and international companies operating in SA´s automotive industry so as to examine levels of adaptation of LPD practices. A questionnaire survey and personal interviews involving all seven locally operating Original Equipment Manufacturers (OEMs), including Toyota, as well as 36 local automotive suppliers provided an empirical base for this investigation. This study indicates that SA plays an important supportive role in the global PD context. In spite of a strong manufacturing focus and very limited PD capabilities, SA´s automotive companies have already achieved a high level of ‘leanness’ in product engineering processes. However, on the downside, it appears that industry leaders and senior managers are sceptical about current and future capabilities and opportunities for SA in the designing and developing of global products.
- Full Text:
- Date Issued: 2011
Trust building strategies to enhance collective bargaining processes in organisations
- Authors: Ngalo, Osmond Tolo
- Date: 2011
- Subjects: Trust , Collective bargaining
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9398 , http://hdl.handle.net/10948/1312 , Trust , Collective bargaining
- Description: The main research problem in this study was to identify what trust-building strategies can be utilised by organisations to enhance collective bargaining processes. To achieve this objective a theoretical Institutional Arrangements-Based Model of trust-building was conceptualised, developed and presented in Chapter 5. The presentation of this model was the culmination of the research design phases outlined below: -The first phase consisted of a literature survey undertaken to discover the nature and dynamics of the concept "trust". -The second phase consisted of surveying the literature attempting to understand the nature of the collective bargaining process, its elements and types and the environmental factors that tend to impinge on it. -The final phase of the literature survey focused on various trust-building strategies, theories and models that can be utilised by organisations to ii enhance collective bargaining processes. Trust is generally acknowledged as a necessary requirement for effective and successful workplace relationships. Because of this factor it is crucial that South African employer-employee relationships are improved in a conscious and sustainable way in order for our businesses to remain competitive in the face of global competition. With this reality in mind there is still much in the South African labour relations environment that fosters conflict. One of the primary factors that impinge on trust in employer-employee relations in South Africa is the previous government‘s divisive and racist apartheid policies. These policies have resulted in serious structural imbalances in the economy, the skewed distribution of wealth and the general scarcity of resources to address these attendant challenges. Finnemore and van Rensburg (2002, p. 36) surveys the current labour relations scenario and comments about the extent to which it has been severely affected by apartheid. Some of its appalling outcomes are: racial divisions between skilled and unskilled workers, apartheid wage gaps, poorly educated workers, dictatorial management styles and a lack of protection for the most vulnerable workers. As revealed in this research study there are still widely divergent views at the workplace regarding the nature and levels of trust that are prevalent. The overwhelming view, however, is that there is, generally, a lack of trust between managerial and employee collective bargaining teams. This lack of trust which is evident between employer and employee parties will tend to result in collective bargaining processes being embarked upon in a climate imbued with the negative spirit of distrust. The recommended Institutional Arrangements-Based Model of trust-building advocates for a process of trust-building prior to any collective bargaining initiatives. This process, as depicted in the elements of the recommended model, needs to begin with phases which will focus on frame-alignment and the identification of all sources of distrust between the parties. These prescribed sessions seek to culminate in a common understanding, between the contesting parties, of their real divergent issues and concerns as well as their existing commonalities. The next phases of the recommended model entail the parties, jointly, developing proposals and policies that in the short and long term will aim at the resolution of the identified sources of distrust and thereby reduce the psychological distance between them. The final phase of the model entails the implementation of joint problem–solving resolutions and the development of appropriate policies i.e. institutional arrangements, to deal with all conflict-prone areas of the business operations. Simultaneously, there needs to be continuous evaluation and monitoring of organisational trust and the "agreed to" trust-building strategies to ensure that distrust is reduced or eliminated in the long term, allowing the organisation and the individual employees to perform at their optimum in order to achieve their common goals.
- Full Text:
- Date Issued: 2011
- Authors: Ngalo, Osmond Tolo
- Date: 2011
- Subjects: Trust , Collective bargaining
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9398 , http://hdl.handle.net/10948/1312 , Trust , Collective bargaining
- Description: The main research problem in this study was to identify what trust-building strategies can be utilised by organisations to enhance collective bargaining processes. To achieve this objective a theoretical Institutional Arrangements-Based Model of trust-building was conceptualised, developed and presented in Chapter 5. The presentation of this model was the culmination of the research design phases outlined below: -The first phase consisted of a literature survey undertaken to discover the nature and dynamics of the concept "trust". -The second phase consisted of surveying the literature attempting to understand the nature of the collective bargaining process, its elements and types and the environmental factors that tend to impinge on it. -The final phase of the literature survey focused on various trust-building strategies, theories and models that can be utilised by organisations to ii enhance collective bargaining processes. Trust is generally acknowledged as a necessary requirement for effective and successful workplace relationships. Because of this factor it is crucial that South African employer-employee relationships are improved in a conscious and sustainable way in order for our businesses to remain competitive in the face of global competition. With this reality in mind there is still much in the South African labour relations environment that fosters conflict. One of the primary factors that impinge on trust in employer-employee relations in South Africa is the previous government‘s divisive and racist apartheid policies. These policies have resulted in serious structural imbalances in the economy, the skewed distribution of wealth and the general scarcity of resources to address these attendant challenges. Finnemore and van Rensburg (2002, p. 36) surveys the current labour relations scenario and comments about the extent to which it has been severely affected by apartheid. Some of its appalling outcomes are: racial divisions between skilled and unskilled workers, apartheid wage gaps, poorly educated workers, dictatorial management styles and a lack of protection for the most vulnerable workers. As revealed in this research study there are still widely divergent views at the workplace regarding the nature and levels of trust that are prevalent. The overwhelming view, however, is that there is, generally, a lack of trust between managerial and employee collective bargaining teams. This lack of trust which is evident between employer and employee parties will tend to result in collective bargaining processes being embarked upon in a climate imbued with the negative spirit of distrust. The recommended Institutional Arrangements-Based Model of trust-building advocates for a process of trust-building prior to any collective bargaining initiatives. This process, as depicted in the elements of the recommended model, needs to begin with phases which will focus on frame-alignment and the identification of all sources of distrust between the parties. These prescribed sessions seek to culminate in a common understanding, between the contesting parties, of their real divergent issues and concerns as well as their existing commonalities. The next phases of the recommended model entail the parties, jointly, developing proposals and policies that in the short and long term will aim at the resolution of the identified sources of distrust and thereby reduce the psychological distance between them. The final phase of the model entails the implementation of joint problem–solving resolutions and the development of appropriate policies i.e. institutional arrangements, to deal with all conflict-prone areas of the business operations. Simultaneously, there needs to be continuous evaluation and monitoring of organisational trust and the "agreed to" trust-building strategies to ensure that distrust is reduced or eliminated in the long term, allowing the organisation and the individual employees to perform at their optimum in order to achieve their common goals.
- Full Text:
- Date Issued: 2011
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